Schedule a get-acquainted call 301.581.0244

Is the Market Large Enough to Pursue?

A Client’s sales management team was exploring options to manufacture or private label the manufacture and marketing of a particular industrial instrument. This instrument is a core part of the Client’s offering but was never considered to be a good fit with the...

Re-prioritizing Which Vertical Markets to Pursue

With deteriorating demand in certain high-volume, vertical market segments, an industrial equipment supplier was concerned about its growth prospects. Management believed that revenues were too concentrated in a few sectors, and that overexposure to declining segments...

Making the Right Acquisitions

An industrial component supplier sought to take advantage of the market turmoil and acquire a struggling competitor in a related segment. After meeting internally to discuss the attractiveness of the segments and the companies, it became apparent that there were...

Investigating Opportunities in New Market Segments

An industrial equipment supplier recently reorganized to align itself with specific market segments. Two segments of potential interest were largely unfamiliar to the Client. Thus, the Client was unsure how to approach these two new vertical markets. In the past...

Determining Synergies from Acquisition

An industrial equipment supplier was evaluating the merits of making an acquisition. The acquisition candidate of interest manufactured complementary products to the Client’s and marketed them to a strategic, underserved market segment. The acquisition price, however,...